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On the Cutting Edge of Globalization
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On the Cutting Edge of Globalization page 18 Rosenau et. al. Cutting-Edgers and Other leaders are substantially more likely to attach a higher priority to their company or organization tha n to the interests of their country. By contrast, there is no significant difference in the priority that the two groups attach to their careers, though both are inclined to attach a higher priority to their careers than to their organizational or civic obligations—another possible sign of self-centered orientations. Unfortunately we did not inquire directly into the relative priority of their loyalties to their country and careers, but that fact that only two-thirds rejected putting the interests of their country ahead of those of their company or organization suggests that a country-career comparison might yield more than a few leaders who accord a lower priority to their country. That loyalty issues are problematic is also indicated by the unusually large proportions of both groups who selected the “not sure” alternative in all three parts of Table 15. Indeed, if the responses to the “not sure” and “I avoid such choices” are combined in each of the parts, more than one fifth of both the Cutting- Edgers and the Other Leaders recorded uncertainty as to their loyalties.
Table 15: If a vital choice involving your company or organization could not be avoided, would you put its interests ahead of those of your country?
Yes
(n=) %
No
(n=) %
I avoid such
choices
(n=) %
Not
Sure
(n=) %
Pearson chi-square value
(
χ
2
)
Cutting-Edgers (n=186)
(22) 12 (119) 64 (10) 5 (35) 19
Other Leaders (n=546)
(39) 7 (337) 62 (34) 6
(135) 25
df=3;
χ
2
=6.01
p = .111
If a vital choice involving your career could not be avoided, would you put your professional
needs ahead of those of your company or organization?
Cutting-Edgers (n=182)
(100) 55 (45) 25
(7) 4
(30) 16
Other Leaders (n=545)
(314) 58 (108) 20
(17) 3
(105) 19
df=3;
χ
2
=2.52
p = .472
If your professional responsibilities and your civic obligations come into conflict, which are
likely to prevail most of the time?
Professional
obligations
Civic
obligations
I avoid such
conflicts
Not
sure
Cutting-Edgers (n=183)
(82) 45
(60) 33
(14) 8 (27) 15
Other Leaders (n=546)
(269) 49
(131) 24
(41) 8 (104) 19
df=3;
χ
2
=6.02
p = .111
General Attitudes Toward Globalization
A variety of the questionnaire items sought to probe how life on the cutting edge
orients leaders toward the dynamics of globalization. One investigated whether Cutting-Edgers reflect upon their participation in its myriad processes and, if so, whether or not their attitudes differed significantly from other leaders less involved in globalization. Again the results are mixed. On the one hand, Cutting-Edgers recorded a significantly greater sense of responsibility for the course of events in world affairs, an inclination to worry about and try to affect them more, and a sense of being less ineffective in influencing the course of events than do Other Leaders (Table 16). They are also significantly more likely to seek to advance globalization and avoid thinking about its larger consequences than are Other Leaders (Table 17). Both sets of responses along
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| | Authors: Rosenau, James., Earnest, David., Ferguson, Yale. and Holsti, Ole. |
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On the Cutting Edge of Globalization page 18
Rosenau et. al.
Cutting-Edgers and Other leaders are substantially more likely to attach a higher priority
to their company or organization tha n to the interests of their country. By contrast, there
is no significant difference in the priority that the two groups attach to their careers,
though both are inclined to attach a higher priority to their careers than to their
organizational or civic obligations—another possible sign of self-centered orientations.
Unfortunately we did not inquire directly into the relative priority of their loyalties to
their country and careers, but that fact that only two-thirds rejected putting the interests of
their country ahead of those of their company or organization suggests that a country-
career comparison might yield more than a few leaders who accord a lower priority to
their country. That loyalty issues are problematic is also indicated by the unusually large
proportions of both groups who selected the “not sure” alternative in all three parts of
Table 15. Indeed, if the responses to the “not sure” and “I avoid such choices” are
combined in each of the parts, more than one fifth of both the Cutting- Edgers and the
Other Leaders recorded uncertainty as to their loyalties.
Table 15: If a vital choice involving your company or organization could not be avoided,
would you put its interests ahead of those of your country?
Yes
(n=) %
No
(n=) %
I avoid such
choices
(n=) %
Not
Sure
(n=) %
Pearson chi-
square value
(
χ
2
)
Cutting-Edgers (n=186)
(22) 12 (119) 64 (10) 5 (35) 19
Other Leaders (n=546)
(39) 7 (337) 62 (34) 6
(135) 25
df=3;
χ
2
=6.01
p = .111
If a vital choice involving your career could not be avoided, would you put your professional
needs ahead of those of your company or organization?
Cutting-Edgers (n=182)
(100) 55 (45) 25
(7) 4
(30) 16
Other Leaders (n=545)
(314) 58 (108) 20
(17) 3
(105) 19
df=3;
χ
2
=2.52
p = .472
If your professional responsibilities and your civic obligations come into conflict, which are
likely to prevail most of the time?
Professional
obligations
Civic
obligations
I avoid such
conflicts
Not
sure
Cutting-Edgers (n=183)
(82) 45
(60) 33
(14) 8 (27) 15
Other Leaders (n=546)
(269) 49
(131) 24
(41) 8 (104) 19
df=3;
χ
2
=6.02
p = .111
General Attitudes Toward Globalization
A variety of the questionnaire items sought to probe how life on the cutting edge
orients leaders toward the dynamics of globalization. One investigated whether Cutting-
Edgers reflect upon their participation in its myriad processes and, if so, whether or not
their attitudes differed significantly from other leaders less involved in globalization.
Again the results are mixed. On the one hand, Cutting-Edgers recorded a significantly
greater sense of responsibility for the course of events in world affairs, an inclination to
worry about and try to affect them more, and a sense of being less ineffective in
influencing the course of events than do Other Leaders (Table 16). They are also
significantly more likely to seek to advance globalization and avoid thinking about its
larger consequences than are Other Leaders (Table 17). Both sets of responses along
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